Pyrmont Peninsula Place Strategy · always will be Aboriginal land. We acknowledge the Traditional Custodians of the land and waters, and we show our respect for elders past, present

Pyrmont Peninsula Place Strategy

Bounce Group meeting #2 (webinar)

Department of Planning, Industry and Environment

25 June 2020

Acknowledgement of Country

The Department of Planning, Industry and Environment

acknowledges that it stands on Country which always was and

always will be Aboriginal land. We acknowledge the Traditional

Custodians of the land and waters, and we show our respect for

elders past, present and emerging.

We are committed to providing places in which Aboriginal

people are included socially, culturally and economically

through thoughtful and collaborative approaches to our work.

• Introductions

• Recent publicity

• Why are we doing a Place Strategy?

• How are we preparing a Place Strategy?

• 10 Directions Feedback and Actions

• Next Steps

• Q&A

Agenda

Welcome and introductions

Steve Driscoll/Jo Kelly

Recent publicity

Steve Driscoll

Why are we doing a Place Strategy?

• Comprehensive detailed planning is required across the whole Peninsula to prioritise place-

based, not project-based, outcomes (4 findings)

• Existing transport networks/movements impact the area adversely affecting pedestrian

networks (2 findings)

• Community infrastructure facilities are in high demand and serve a broad community base

including residents, workers, tertiary students and visitors (1 finding)

• The community expects to be engaged in planning for the future (1 finding)

• Planning processes have become increasingly complex and difficult to understand (1 finding)

• The economic attributes of the review area are not supported by a co-ordinated economic

strategy (1 finding)

Greater Sydney Commission findings (summarised, emphasis added)

• Align planning in the area with the Greater Sydney

Region Plan and Eastern City District Plan to help

achieve the wider objectives for the area

• Develop a Place Strategy (economic strategy,

master plan, planning framework and governance)

• Prepare the Place Strategy within 9-12 months

Government accepted all three recommendations

made by the Commission

The Department of Planning, Industry and

Environment is leading the delivery of the Place

Strategy

Recommendations (summarised)

https://www.greater.sydney/metropolis-of-three-cities

https://www.greater.sydney/eastern-city-district-plan

Recommendation 1: Alignment with the Greater Sydney Region Plan and Eastern City

District Plan

In the Western Harbour Precinct, including Pyrmont Peninsula, actively support the consistent

delivery of objectives of the Greater Sydney Region Plan – A Metropolis of Three Cities and the

planning priorities and actions of the Eastern City District Plan across infrastructure and

collaboration, liveability, productivity and sustainability. This particularly includes the Innovation

Corridor role of the Review Area set out in Planning Priority E7, Growing a Stronger and More

Competitive Harbour CBD.

This should involve the consistent and holistic consideration of the Greater Sydney Region Plan

and Eastern City District Plan in both Local and State contexts so that cumulative benefits can be

realised for the Harbour CBD.

Recommendations

Recommendation 2: Develop a Place Strategy (planning framework, master plan, economic strategy and governance)

A Place Strategy should be developed for the Western Harbour Precinct, including the Pyrmont Peninsula, encompassing:

• A simplified planning framework that co-ordinates the delivery of the Western Harbour Precinct and Pyrmont Peninsula

Place Strategy

• The development of a place-based master plan that addresses the planning priorities and actions of the Eastern City

District Plan, including o Identification and characterisation of the sub-precincts, including: Ultimo, Darling Harbour,

Blackwattle Bay/Wentworth Park and Pyrmont and Harris Street Village

• Development of principles to respond to the individual character and potential of the sub-precincts

• The development of an economic strategy and industry attraction program that recognises the potential of the Western

Harbour Precinct and Pyrmont Peninsula in growing a stronger and more competitive Harbour CBD

• The establishment of collaborative and inclusive governance arrangements that include State Government, industry, council

and community representation. These arrangements should focus on master planning and land use controls in the short

term and on the transition to ongoing collaborative curation-of-place in the medium to long term.

Recommendations

Recommendation 3: Implementation of the Place Strategy

Within one month of a decision by the NSW Government to prepare a Western Harbour Precinct Place Strategy

(Recommendation 2) the following actions are to be undertaken:

• Finalise Terms of Reference and the 9 - 12 month program for delivery of a Place Strategy that addresses the requirements

of the Greater Sydney Region Plan and Eastern City District Plan across the themes of infrastructure, liveability,

productivity and sustainability

• Confirm the most effective and efficient collaborative governance model to manage development of the Place Strategy and

its implementation. Options include: o a Commission-led Collaboration Area;

- a Department of Planning, Industry and Environment planned or collaborative precinct;

- the Sydney Innovation and Technology Precinct Advisory Board; or

- a bespoke arrangement specific to the Place Strategy area.

• Establish the collaborative governance arrangements

• Confirm the required resources and source of funding.

Recommendations

How are we preparing a Place Strategy?

Our timeline for preparing the Place Strategy

Establishment

and scopingOct-Dec ‘19

Data

assembly

and gap

analysisJan-Mar ‘20

Extending

evidence-

baseApr-Jun

Exhibition of

draft place

and draft

economic

strategyJul-Aug

RefinementAug-Sept

Adoption and

ongoing

implementationOct

??? COVID_19 impacts

A summary of our process for preparing the

Place Strategy

1 2 3 4 5

Early

engagement on

the 10

Directions

Develop the

draft economic

development

strategy

Develop the

draft place

strategy

Ensure

alignment

between

economic and

place strategies

(iterative)

Public

exhibition

6

Finalise the

strategy based

on feedback

October 2020 March 2020

1

Early

engagement on

the 10

Directions

Set an early reference

point for the

development of the

Place Strategy based

on what we have

already heard validated

by feedback 10 Directions available for

feedback 29 March – 24 April

Engagement report; what we

heard and what you will see from

us next


Place Strategy

An economic vision for what

the Peninsula could be in the

future, the type of jobs

(industries) and a forecast of

future floor space demand

based on a range of possible

outcomes Final draft Economic Development

Strategy for feedback during

exhibition


Place Strategy

2

Develop the

economic

development

strategy

Industry

engagement

workshop

Government

interagency

economic working

group

Economic

Development Strategy

3

Develop the

draft place

strategy

Understand the unique

character and those place

attributes that should be

protected and enhanced,

analyse the infrastructure

required to accommodate

future growth and change to

unlock opportunities

identified in the economic

strategy

Integration of all technical inputs in

an iterative manner

The evidence-base including technical

studies and reports will be available for

review and comment during exhibition


Place Strategy

Evidence-base

10 Directions and

early feedback

Economic analysis

Transport analysis

Urban design analysis

Sustainability analysis

Infrastructure (social,

cultural, other)

Indigenious heritage

European heritage

Affordable housing

Co

nsu

lta

nt

team

Specialisation/key deliverable Service providers Directions

Economic development strategy PWC (Christiana Gailey and Drew Butterworth) 2 - Jobs and industries of the future

3 – Centres for residents, workers and visitors

6 – Creativity, culture and heritage (particularly creative industries)

10 – A collaborative voice

Urban design framework and master plan Hassell (David Tickle, Sharon Wright*, Thomas Hale and

Josh Young) *Landscape architect expertise

1-10 inclusive

Place-based transport strategy VIAE Consulting (Iwan Smith and Steve Konstas) 3 – Centres for residents, workers and visitors

7 – Making it easier to move around

Demographic profile and social

infrastructure analysis

Cred Consulting (Sarah Reilly) 5 – A tapestry of greener public spaces and experiences

6 – Creativity, culture and heritage

Community engagement specialist People, Place and Partnership (Jo Kelly) 4 – A unified planning framework

10 – A collaborative voice

Affordable housing (and feasibility

testing)

Atlas Economics (Esther Cheong) 9 – Great homes that can suit the needs of more people

(specifically affordable housing)

Indigenous heritage A baseline approach due to challenges engaging with

knowledge holders in COVID-19 operating environment

Kellerher Nightingale Consulting (Matthew Kellerher) 1 – Development that enhances or complements the area


European heritage GML Architects (Sharon Veale and Minna Muhlen-Shulte) 1 – Development that enhances or complements the area


Infrastructure Delivery Plan GLN Planning (Greg New and Jonathon Carle) 3 – Centres for residents, workers and visitors

7 – Making it easier to move around

9 – Great homes that can suit the needs of more people

Utilities capacity assessment Infrastructure & development consulting (Chris Avis and

Rachel Higgisson)

Supports a number of directions by identifying infrastructure

capacity issues

Sustainability Kinesis (Bruce Taper and David Holden) 8 – Building now for a sustainable future

4

Ensure alignment

between

economic and

place strategies

(iterative)

Integrate all economic,

place and infrastructure

analysis, strategies and

recommendations into a

spatial plan to guide future

growth and changeEngagement report; what we

heard and what you will see from

us next


Place Strategy

Set out a vision for the Pyrmont

Peninsula in 2040

Describe the context and drivers of

change

Integrate economic, place and

infrastructure analysis, forecasts,

strategies and directions into preferred

spatial plans based on two scenarios

(with and without metro)

Identify pathways to guide future growth

and change to help deliver the vision

Consider future place governance

Place Strategy

5

Public

Exhibition

Opportunity for all

stakeholders to have their

say and help shape the

Place Strategy

A Phase 2 Engagement Report will

be published after the end of

exhibition and used to review and

refine the final Place Strategy


Place Strategy

Phase 2

Engagement Report

The community and stakeholders are

encouraged to have their say to help shape the

Place Strategy (within Government COVID-19

restrictions that may apply at the time)

6

Finalise the

strategy based on

feedback and

technical work

All feedback received will

be considered in the

refinement and finalisation

of the Place Strategy.

Implementation of the Place

Strategy commences


Place Strategy

Final Place Strategy

adopted

1 2

3 4

5 6

The 10 Directions

1. Development that complements or enhances the area

2. Jobs and industries of the future

3. Centres for residents, workers and visitors

4. A unified planning framework

5. A tapestry of greener public spaces and experiences

6. Creativity, culture and heritage

7. Making it easier to move around

8. Building now for a sustainable future

9. Great homes that can suit the needs of more people

10. A collaborative voice

10 D

irecti

on

s

10 D

irecti

on

s

Co

mm

un

ity E

ng

ag

em

en

t R

ep

ort

Available online

Understanding the Pyrmont Peninsula as a

place by:

• Engaging early (on the 10 Directions) and

throughout the planning process with

community, stakeholders and the City of

Sydney Council

• Examining the place attributes; the things

you told us you like or can be improved,

great places and how you move around

• Understanding the history, heritage and

culture (Aboriginal and European), public

spaces and built form, traffic, transport and

access and the local economy of the

Peninsula

• Exploring what makes the area and its sub-

precincts unique

10 D

irecti

on

s

1. Development that complements or Enhances the area

• The areas of the Peninsula that are

suitable to accommodate new jobs and

homes

• The areas of the Peninsula that that are

either not suitable or suitable for a

smaller amount of growth and change

• The streets, places, services and

infrastructure that require

enhancements and improvements to

accommodate future growth or changes

What are we exploring? What are we doing?

• Engaging with Government agencies and

industry on the nature, mix and

projections of future jobs and the local

economy

• Understanding how jobs and industries of

the future can be delivered without

compromising the important place

attributes of the Peninsula

• Exploring different building types that

could deliver space for existing and new

businesses and employees, such as

researchers and start-ups, creative

industries (makers, designers, dancers

and actors) as well as tourism and visitor

economy and office-based workers

10 D

irecti

on

s

2. Jobs and industries of the future

• The number of future jobs that could be

expected in the Peninsula under two

scenarios (with a metro and without a metro)

• Where any future jobs would be best located

• The amount of additional floor space

required to accommodate those jobs taking

account of uncertainty due to COVID-19

• The types of buildings that could

accommodate new, enhanced or expanded

space for jobs and industries of the future

• A cohesive spatial plan for how we can

deliver the future forecast jobs growth in the

Peninsula while protecting important place

attributes


• Exploring an urban design framework to

deliver future jobs in a way that protects

the attractive, loveable and unique

characteristics of streets,

neighbourhoods and places in the

Peninsula

• Investigating opportunities to improve

how people get to/from, around and

within the Peninsula


the offering of public and open space,

cultural and social facilities

• Considering a framework for how a

range of infrastructure can be delivered

to support change

10 D

irecti

on

s

3. Centres for residents, workers and visitors

• A social infrastructure analysis based on

demographic forecasts that will explore

needs now and into the future

• Analysis of the capacity of existing

infrastructure critical to support evolving

places

• Identification of areas, services or

infrastructure requiring provision or

enhancements to deliver new lively and

attractive centres for everyone to enjoy


• Investigating opportunities to deliver a

more unified planning framework that is

less complex and easier to understand

• Design new or updated planning

controls to deliver the vision and 10

Directions of the Place Strategy

10 D

irecti

on

s

4. A unified planning framework

• Recommendations to unify the planning

framework and deliver the Place

Strategy

• Suggested planning principles and

controls to deliver the shared vision and

10 Directions of the Place Strategy



or enhance the offering of and access

to public and open spaces, greener

spaces including streets, parks, access

to and around the foreshore areas

• Analysis of existing data to benchmark

the Peninsula against key sustainability

criteria

10 D

irecti

on

s

5. A tapestry of greener public spaces and experiences

• An approach to complete the harbour

foreshore promenade extending from

Walsh Bay to the new Sydney Fish

Markets and beyond

• Recommend areas of the Peninsula that

require new or enhanced public and

open spaces, connections to make

existing, enhanced or more accessible

and better utilised

• Strategies to deliver improvements to

sustainability outcomes, such as

increases in urban tree canopy cover,

decreases in urban heat island effect

and carbon emissions


• Identifying the important connection to

Country and the area’s Aboriginal

heritage (limited by current

Government COVID-19 restrictions)

• Investigating and research the built

history, heritage and culture of the

Peninsula to appreciate how and why it

has become the way it is today

• Explore examples of adaptive re-use of

heritage buildings and areas


the offering of cultural facilities

10 D

irecti

on

s

6. Creativity, culture and heritage

• An overview of the important connection

to Country and the area’s Aboriginal

heritage

• Thematic history history of the

Peninsula and its stories that contribute

to contemporary sense of place and

identity

• Case study examples of adaptive re-use

of historic and heritage buildings in the

area, Sydney and other locations

• An understanding of cultural

infrastructure needs for the future


• Understanding the current transport,

traffic and access issues in the area,

and as they affect residents, workers

and visitors

• Consider opportunities to reduce

congestion and private vehicle use, to

enhance and grow active transport

(walking and cycling), public transport

• Apply the principles of movement and

place to guide decision-making now

and into the future

• Identify opportunities and challenges

facing the transport system in the area

now and into the future

10 D

irecti

on

s

7. Making it easier to move around

• Place-based transport approach for the

Peninsula

• A preferred overall transport scenario

and refined movement and place

typology for streets in the Peninsula

• Travel demand management plan and

sustainable parking strategy

• Identify and prioritise transport initiatives

to support the strategy


• Collating an evidence-base to

benchmark the area’s current

sustainability performance against

indicators and best practice case

studies

• Scenario modelling of possible

sustainability options to establish a

sustainability ‘ambition’ for the

Peninsula based on policy analysis and

community and stakeholder feedback

10 D

irecti

on

s

8. Building now for a sustainable future

• Baseline sustainability report measuring

the Peninsula’s performance against

sustainability criteria

• Sustainability framework that guides the

delivery of outcomes in the Place

Strategy across planning control,

infrastructure delivery, place making and

management and performance-based

solutions


• Understanding existing social and

affordable housing provision in the area

• High-level review of affordable housing

approaches and practice to inform

options for delivery

• Determining future affordable housing

needs based on evidence

10 D

irecti

on

s

9. Great homes that can suit the needs of more people

• The viability of affordable housing

contributions in the area

• Potential affordable housing contribution

rates

• Implementation, staging and

prioritisation of the delivery of affordable

housing in the area


• Investigating contemporary models of

governance for the area

10 D

irecti

on

s

10. A collaborative voice

The Place Strategy will include:

• A shared vision to guide future growth

and change in the Peninsula to 2040

• Potential model/s of planning, design

and place governance for consideration


Q & A

Documents

Pyrmont Peninsula Place Strategy · always will be Aboriginal land. We acknowledge the Traditional Custodians of the land and waters, and we show our respect for elders past, present